Dunnhumby faced a challenge in 2011 around the suboptimal performance of the meat category against overall grocery share. There was also a requirement to understand meat customers better in order to grow category share. By defining a clear picture of who the meat customers were and why they may or may not buy meat in store, certain decisions could be taken aimed at improving performance. A fusion of behavioural and attitudinal data was used to analyse the problem. Customers were segmented based on actual behaviour as picked up by the loyalty card, and detailed profiling was undertaken. The actions taken helped drive sales, improve customer perceptions and drove increased market share.

HRI’s overall marketing task is to promote horse racing, and to address the decline in race meeting attendances, countering the impact of recession, online betting, live TV coverage and the collapse of the corporate market. With reduced budgets, any proposed spend required firm evidence to back it up, and so market research took on a particular importance. HRI commissioned extensive quantitative and qualitative research, database and media analysis to inform the marketing plan. A new segmentation model proved invaluable in tailoring activity, a new creative platform emanated from the in-depth qualitative work, and a key new target market segment was identified

As a player known for strength in the younger demographic of the mobile network market, Meteor was under pressure from intensified competition in a shrinking market. The challenge for Meteor was to re-establish its value leadership, its differentiated position and its No.1 status in the youth segment. The contracting market required a shift from acquisition to a retention and customer relationship approach. Meteor’s Insight team developed a ‘360° Integrated Customer Research Programme’ that could engage all layers of the organisation with the customer, from product, price and technology, and drive customer-centric initiatives. The insights enabled Meteor to take key actions that led to significantly reduced churn rates in 2011.

Faced with falling visitor numbers to Ireland, a shrinking marketing budget and stakeholder unease, Tourism Ireland devised a new research-driven positioning in 2011. Ireland was to be positioned as the immersive destination, associated with the line ‘Jump Into Ireland’. Clear and compelling metrics were required to inform important strategic marketing choices. The marketing team set out to develop a bespoke ‘return on marketing investment’ model, which was unique to Tourism Ireland. With the assistance of Behaviour & Attitudes, a research project was undertaken in Britain, enabling Tourism Ireland to profile visitors by ‘responsiveness’ to specific messages and media, providing invaluable insights.